In June of 1974, the first barcode was scanned on a pack of Wrigley’s chewing gum, marking a significant milestone in retail technology. Fast forward 50 years, and we find ourselves at a pivotal juncture where the traditional barcode is giving way to something more powerful. The surge in demand for data access and product information—driven by factors such as mitigating supply chain disruptions, enhancing consumer safety and engagement, and promoting sustainable practices—has necessitated a change in solution.
Enter two-dimensional (2D) barcodes, such as QR codes, poised to revolutionize the retail landscape by bridging the gap between data requirements and existing barcode limitations. These advanced barcodes can hold more data and can be web resolvable (or connected to online information) with GS1 Digital Link. As such, 2D barcodes can provide consumers and key stakeholders with more of the information they need, precisely when they need it. See Figure 1 for a comparison of one-dimensional (1D) versus 2D barcodes.
Industry leaders have set a decisive date for the transition to accepting 2D barcodes at point of sale (POS)—an initiative known as Sunrise 2027. This shift couldn't come at a more critical time as the demands for greater product information transparency, traceability, and authentication continues to soar. Yet, this transition isn't merely about adopting a new technology; it's about embracing a paradigm shift towards greater efficiency, sustainability, and consumer empowerment.
What to know about 2D
Supply chain visibility has become paramount in today's volatile landscape. In the past year alone, major disruptions in the Red Sea and Panama Canal upended supply chains. Changing shipping lanes to ensure supply continuity during a crisis isn’t simple—and it’s not as easy as waiting for a disruption to end. Often, interruptions to the flow of supply chains can take weeks, even months to straighten out, time that retailers don’t have to spare.
One key benefit of the 2D barcode is its capacity to carry an identifier that is more granular than traditional barcodes, allowing for more precise visibility. A single scan can unlock a treasure trove of information, from nutritional details to sustainability and sourcing data as well as the path a product took to get to the consumer. The GS1 Digital Link Standard enhances this capability by ensuring every product can connect to the web, be smartphone-interactive, and still transact with POS systems. The added functionality provided by this technology gives companies the intel they need to respond to disruptions and make the right decisions about inventory management, stock levels, and more. For example, a retailer can use a fixed or hand-held scanner to request production and manufacturing information for a specific product by scanning a 2D carrier with GS1 Digital Link on a pallet in a warehouse. This provides a more precise management of inventory stock rotation while maximizing first in, first out (FIFO) and minimizing waste.
2D barcodes also serve as a vital tool for ensuring consumer safety by providing essential details such as batch/lot numbers and expiration dates to key supply chain stakeholders. This added layer of information can help companies and consumers swiftly identify a product that has been recalled or expired and take the proper steps to dispose of it. Since manufacturers frequently bear the full burden of recall costs, proactive measures to mitigate risks and ensure product quality isn’t just a safety imperative, it’s a financial one.
Similarly, 2D barcodes can provide consumers with clear, easy-to-access information that enables them to make more informed choices that align with their preferences and values. Consumers’ growing preference for having more information about the products they are purchasing is a major driver for the implementation of 2D barcodes. For example, a recent study from the global consultancy firm Simon Kucher found that 66% of consumers rank sustainability as a top consideration when they make a purchase decision. With 2D, a shopper could simply scan a package code to view information on its recyclability or access further reading about a company’s sustainability efforts before purchasing.
To meet the demands of an increasingly discerning consumer base and increasingly volatile supply chains, companies need greater product information transparency, traceability, and authentication. The shift to 2D represents a significant step forward in responding to both of these needs.
What to know about Sunrise 2027
The journey towards Sunrise 2027 demands collaboration and coordination among stakeholders across the value chain. At the heart of this technological shift lies the Global Trade Item Number (GTIN).The GTIN and the barcodes that carry the GTIN serve as the foundation for price lookup systems. In the move to 2D, there are necessary upgrades to ensure compatibility across systems for both brands and retailers.
Brands or suppliers will spearhead this evolution by increasingly labeling their products with 2D barcodes. Many brands have already begun marking products with a QR code to engage with their consumers. Those brands have a head start on the requirements for 2027 and are already beginning to replace a proprietary URL with a GS1 Digital Link, which makes that QR code capable of enabling consumer engagement, supply chain processes, and inventory management as well as the “beep” at checkout. We expect to see more brands move to 2D barcodes in the next 18 months to 24 months leading up to 2027.
Retailers must also adapt to ensure they have the ability not only to scan 2D barcodes but also to effectively interpret and utilize the data embedded within them. It is likely retailers will phase their implementations. The requirement for 2027 is for their scanners to have the capability to read a 2D barcode (such as a QR, Data Matrix, or GS1 Data Matrix barcode), extract the GTIN, serve it up to their PLU (price look-up) file, and return all of the information needed at checkout. This will first require optical, camera-based scanners. Additionally, depending on the scanner make and model, a firmware update from their scanner manufacturer may be necessary. If retailers are planning any type of hardware upgrades, they should ensure their solution choice is “2027 capable.” As retailers move to leveraging additional data (such as lot number, expiration dates, and serial number) that may be included depending on the product type and feasibility, they will need to update their POS host or other store systems to support these new use cases.
A successful transition to 2D barcodes requires retailers to embark on a journey of digital transformation. As this transition progresses, collaborative efforts and continued innovation will be key in realizing the full potential of 2D barcodes in enhancing the retail experience.
Transitioning to 2D
Pioneering brands like Puma SE and Procter & Gamble Co. have already integrated 2D barcodes into their operations, leveraging the technology to deliver enhanced consumer experiences. Puma, known for its innovation, has adopted 2D barcodes in part to enrich the shopping experience in its flagship store in New York City. By utilizing radio-frequency identification (RFID) alongside 2D barcodes at the point of sale, Puma ensures efficient loss prevention measures while simultaneously offering customers an augmented reality experience that tells the story of the shoe or other product being sold. Similarly, P&G has embraced 2D barcodes to provide consumers with comprehensive product information, ranging from nutritional details to recycling guidelines, promotions, and more.
As the transition to 2D barcodes gains momentum, it's crucial to recognize that 1D barcodes are not disappearing overnight. Retailer systems are gearing up to handle both 1D and 2D barcodes, such as UPC-A, during this transitional phase. Hangtags and packaging may feature both types of barcodes for a period. Understanding your company's technical capabilities is paramount in navigating the journey toward 2D adoption.
To get started, consider where you are now and where you want to go. Determine what you need to reach a successful pilot phase. Retailers should envision the potential use cases facilitated by 2D barcodes, evaluate their current technical infrastructure, and collaborate across departments to ensure alignment. Brands, manufacturers, and suppliers need to unite, bringing together supply chain and marketing executives to devise a cohesive barcode strategy that addresses both consumer engagement and supply chain efficiency concerns. If you’re unsure where to begin, search for a GS1-provided resourceto help jumpstart your adoption journey.
50 years later, the future is here
As we approach the 50th anniversary of the first barcode scan in 2024, we are witnessing its evolution into 2D barcode technology. Sunrise 2027 marks a significant step towards a hyper-interconnected world, fostering deeper engagement between brands and consumers.
The era of 2D barcodes heralds a new dawn for retail, characterized by enhanced transparency, efficiency, and consumer empowerment. As industry leaders embrace this transformation, the possibilities for innovation and growth are boundless, propelling the retail sector into a dynamic and digitally driven future.
Companies in every sector are converting assets from fossil fuel to electric power in their push to reach net-zero energy targets and to reduce costs along the way, but to truly accelerate those efforts, they also need to improve electric energy efficiency, according to a study from technology consulting firm ABI Research.
In fact, boosting that efficiency could contribute fully 25% of the emissions reductions needed to reach net zero. And the pursuit of that goal will drive aggregated global investments in energy efficiency technologies to grow from $106 Billion in 2024 to $153 Billion in 2030, ABI said today in a report titled “The Role of Energy Efficiency in Reaching Net Zero Targets for Enterprises and Industries.”
ABI’s report divided the range of energy-efficiency-enhancing technologies and equipment into three industrial categories:
Commercial Buildings – Network Lighting Control (NLC) and occupancy sensing for automated lighting and heating; Artificial Intelligence (AI)-based energy management; heat-pumps and energy-efficient HVAC equipment; insulation technologies
Manufacturing Plants – Energy digital twins, factory automation, manufacturing process design and optimization software (PLM, MES, simulation); Electric Arc Furnaces (EAFs); energy efficient electric motors (compressors, fans, pumps)
“Both the International Energy Agency (IEA) and the United Nations Climate Change Conference (COP) continue to insist on the importance of energy efficiency,” Dominique Bonte, VP of End Markets and Verticals at ABI Research, said in a release. “At COP 29 in Dubai, it was agreed to commit to collectively double the global average annual rate of energy efficiency improvements from around 2% to over 4% every year until 2030, following recommendations from the IEA. This complements the EU’s Energy Efficiency First (EE1) Framework and the U.S. 2022 Inflation Reduction Act in which US$86 billion was earmarked for energy efficiency actions.”
Economic activity in the logistics industry expanded in November, continuing a steady growth pattern that began earlier this year and signaling a return to seasonality after several years of fluctuating conditions, according to the latest Logistics Managers’ Index report (LMI), released today.
The November LMI registered 58.4, down slightly from October’s reading of 58.9, which was the highest level in two years. The LMI is a monthly gauge of business conditions across warehousing and logistics markets; a reading above 50 indicates growth and a reading below 50 indicates contraction.
“The overall index has been very consistent in the past three months, with readings of 58.6, 58.9, and 58.4,” LMI analyst Zac Rogers, associate professor of supply chain management at Colorado State University, wrote in the November LMI report. “This plateau is slightly higher than a similar plateau of consistency earlier in the year when May to August saw four readings between 55.3 and 56.4. Seasonally speaking, it is consistent that this later year run of readings would be the highest all year.”
Separately, Rogers said the end-of-year growth reflects the return to a healthy holiday peak, which started when inventory levels expanded in late summer and early fall as retailers began stocking up to meet consumer demand. Pandemic-driven shifts in consumer buying behavior, inflation, and economic uncertainty contributed to volatile peak season conditions over the past four years, with the LMI swinging from record-high growth in late 2020 and 2021 to slower growth in 2022 and contraction in 2023.
“The LMI contracted at this time a year ago, so basically [there was] no peak season,” Rogers said, citing inflation as a drag on demand. “To have a normal November … [really] for the first time in five years, justifies what we’ve seen all these companies doing—building up inventory in a sustainable, seasonal way.
“Based on what we’re seeing, a lot of supply chains called it right and were ready for healthy holiday season, so far.”
The LMI has remained in the mid to high 50s range since January—with the exception of April, when the index dipped to 52.9—signaling strong and consistent demand for warehousing and transportation services.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain.”
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”
Freight transportation providers and maritime port operators are bracing for rough business impacts if the incoming Trump Administration follows through on its pledge to impose a 25% tariff on Mexico and Canada and an additional 10% tariff on China, analysts say.
Industry contacts say they fear that such heavy fees could prompt importers to “pull forward” a massive surge of goods before the new administration is seated on January 20, and then quickly cut back again once the hefty new fees are instituted, according to a report from TD Cowen.
As a measure of the potential economic impact of that uncertain scenario, transport company stocks were mostly trading down yesterday following Donald Trump’s social media post on Monday night announcing the proposed new policy, TD Cowen said in a note to investors.
But an alternative impact of the tariff jump could be that it doesn’t happen at all, but is merely a threat intended to force other nations to the table to strike new deals on trade, immigration, or drug smuggling. “Trump is perfectly comfortable being a policy paradox and pushing competing policies (and people); this ‘chaos premium’ only increases his leverage in negotiations,” the firm said.
However, if that truly is the new administration’s strategy, it could backfire by sparking a tit-for-tat trade war that includes retaliatory tariffs by other countries on U.S. exports, other analysts said. “The additional tariffs on China that the incoming US administration plans to impose will add to restrictions on China-made products, driving up their prices and fueling an already-under-way surge in efforts to beat the tariffs by importing products before the inauguration,” Andrei Quinn-Barabanov, Senior Director – Supplier Risk Management solutions at Moody’s, said in a statement. “The Mexico and Canada tariffs may be an invitation to negotiations with the U.S. on immigration and other issues. If implemented, they would also be challenging to maintain, because the two nations can threaten the U.S. with significant retaliation and because of a likely pressure from the American business community that would be greatly affected by the costs and supply chain obstacles resulting from the tariffs.”
New tariffs could also damage sensitive supply chains by triggering unintended consequences, according to a report by Matt Lekstutis, Director at Efficio, a global procurement and supply chain procurement consultancy. “While ultimate tariff policy will likely be implemented to achieve specific US re-industrialization and other political objectives, the responses of various nations, companies and trading partners is not easily predicted and companies that even have little or no exposure to Mexico, China or Canada could be impacted. New tariffs may disrupt supply chains dependent on just in time deliveries as they adjust to new trade flows. This could affect all industries dependent on distribution and logistics providers and result in supply shortages,” Lekstutis said.